Is your organizational learning strategy keeping pace with agile business strategy?
As a business leader, you have heard the buzz, “The Big Quit” … “The Great Reshuffle” …” Hybrid Workforce”, etc. As we headed into 2020, business and learning leaders were preparing for mass upskilling to enable the workforce of the future for digital transformation. Strategies were prepared and plans were made. And then came COVID-19.
“… what is your approach to ensuring your organizational learning strategy is appropriate for today’s business realities? Are you leading learning from a strategic point of view or from a to-do list?”
Fast forward two years, and as we prepare and implement our 2022 business and learning strategies, we still have a need to upskill and reskill for ongoing digital transformation, in addition to adjusting to new ways of working and fast changing market and consumer conditions. We are seeing businesses both merge and split. We are seeing rapid growth and the impact of the health crisis on employment.
So, what is your approach to ensuring your organizational learning strategy is appropriate for today’s business realities? Are you leading learning from a strategic point of view or from a to do list?
In our August 2019 blog “The 10 Elements of Organizational Learning Strategy” we said: “A well-crafted and rigorously executed organizational learning strategy can ensure that your learning and development organization supports the business in achieving the strategic goals set forth by senior leaders. Without a clear strategy, learning and development organizations tend to lose focus and effectiveness.” This holds true today.
Strategic Framework for Creating an Agile Learning and Development Strategy
Leverage the strategic framework and review the statements below to audit your approach to creating a L&D Strategy that aligned to your business strategy.
Put yourself into the role of a L&D leader in your business as your review the statements below. Any statement that you cannot say yes to can become an action taken to create or improve upon your L&D Strategy.
DEFINE BUSINESS PRIORITIES
- I know the key business strategies and initiatives that the learning organization will need to support. (i.e.: new lines of business, new ways of working, merger/acquisitions, market expansions, technology adoption, etc.)
- I meet with key stakeholders and/or appropriate business leaders to understand their initiatives and identify support needed and/or expected.
- I am aligned with other Talent Management work streams such as recruiting, performance management and succession planning.
CONDUCT L&D SWOT
- Through assessment and surveys, I have documented my team’s strengths and weaknesses.
- I stay connected with external influences to understand opportunities to leverage new learning techniques, technologies, delivery methods.
- I understand what legislation and regulations may impact learning policies and procedures.
- L&D has a sponsor who advocates for the organizational learning strategy with senior decision makers.
- I present the L&D strategy and plans to senior decision makers to gain feedback and alignment.
- Senior decision makers keep me informed of business shifts so that plans can be adjusted.
- I have KPIs defined and agreed upon to ensure efficiency, effectiveness, and business results.
- I have an actionable scorecard or measurement system developed to track KPIs.
- A plan has been created to depict learning projects, programs design and delivery dates.
- Systems and processes are in place to ensure learning projects run smoothly.
- The L&D team is upskilled to support the execution of the strategy.
- Subject matter experts are oriented to their role and expectations for partnering with the Learning Organization.
MEASURE, COMMUNICATE & ADJUST
- I keep key stakeholders informed of KPIs discussing what, so what and now what based on metrics.
- Learning costs are calculated regularly and reviewed.
What connects all the elements of the framework is ongoing communication with your key stakeholders. This cadence of communication is essential to determine if your organizational learning strategy is enabling your business strategy. While an annual planning process kick starts your year, ongoing measurement and communication is essential to ensure that your strategy powers the performance of your workforce and enables business strategy.
Contact us if you would like to discuss your organizational learning strategy needs at firstname.lastname@example.org.